“Finding the Right Person, for the
Right Job, at the Right Time and
keeping them!”…………
RECRUITMENT , SELECTION
AND RETENTION STRATEGIES
“Our organizations are all uniquely
different but the overall mission to
have the best and the brightest
“The recruitment, selection and
retention process must be driven by
clear policies, accountability, shared
responsibility but most importantly
by professionals who have the
An assessment of where we are right now,
where we want to go and the gap between the two. Using HR innovation to come up with
strategies to alleviate challenges and reduce
the likelihood of potential challenges. Finding quick fixes do not work.
STRATEGIES
RECRUITMENT, SELECTION & RETENTION
CHALLENGES & SOLUTIONS IN THE BVI
Scarcity/shortage of
applicants for specialized vacancies (court reporting, environmental health
specialists, engineers)
Surplus/abundance of applicants with the same specialties
Create partnerships and linkages with the private sector and institutions of higher learning.
Partnerships we have
established and continue to expand upon with the private sector ad statutory bodies.
CHALLENGES & SOLUTIONS IN THE BVI
Image of the Public Sector not comparable to the
Private Sector
Inability to pay
competitive salaries due to budgetary constraints.
Aggressive marketing strategy to re‐brand the Public Service as the
“Employer of Choice.” We offer competitive benefits, career
development & training, health & life insurance, pension benefits.
CHALLENGES & SOLUTIONS IN THE BVI
Lack of technological processes to maintain demand for recruitment and selection.
Lack of definitive policies
Acquisition of an HRIS database system that manages employment, training, succession
planning, leave and other integral hr functions
Creation of employee handbook and an HR Policies and Procedural Manual.
SUCCESSFUL TECHNIQUES
9 Targeted Recruitment‐ utilizing associations, universities, professional bodies 9 Utilization of Assessment Centers‐ psychometric testing 9 Utilization of Technology‐websites toSUCCESSFUL TECHNIQUES
9 Direct head hunting‐
targeting specific
professionals to fill a specific need
9 Head hunting at High
Schools and College to
attract potential candidates
9 Utilization of
Testing/Examinations
9 Offering incentives‐
SUCCESSFUL TECHNIQUES
9Ranking according to job related requirements 9Developing and utilizing competencies to select candidates 9Utilization of Internet“While most organizations are utilizing some form of technology to enhance their recruitment and
selection process, amongst the many successes, is the caution of knowing which strategy is best for each organization….”
INTERNET AND OTHER
TECHNOLOGY!
RECRUITMENT & RETENTION
y
A National survey/study of the changing
workplace (SHRM) – asked employees
what they considered to be very
important in their decision to take an
employment offer.
1) Balance
2) Meaningful Work
BALANCE
y
Balance may well become the most sought
after employer “benefit” for the twenty‐first
century. According to a Coopers & Lybrand
survey, Generation Xers aren’t as impressed
with money as with a balanced lifestyle –
the top priority it has identified in young
job seekers. (Quality of Life)
y
Gen Xers/Baby Bust
= 1967 – 1979
MEANINGFUL WORK‐ Making A
Difference, Not Just a Living
y
“We’re all desperate to belong to something
larger than ourselves. So ‘soulful work’ is
where you feel you belong,” states David
Whyte, author of The Heart Aroused: Poetry
and the Preservation of the Soul in
Corporate America. Having work with
meaning—to make a difference in the work
that we do—is of paramount importance to
employees today.
OPEN COMMUNICATION
y Scott Adams, author of The Dilbert Principle, offers
this reminder of how management chooses not to listen to its employees, and the impact it has on employee morale: “here’s one that happened at a company I worked for…President of the company
ignores suggestions by employees on how to improve ‐ their same suggestions are presented to the
President by a Consultant, who says they are ‘good ideas’ and implements them. Quite irritating…”
y Practice management by wandering around (MBWA).
Managers need to follow the “excellence” principle of getting out amongst employees to discuss important day‐to‐day issues. Consider asking such questions as, “what can we do to create a better experience for
“While different organizations use varying
approaches, the process must be transparent, effective, ensure accountability, well
documented, and promote shared responsibility………”
RECRUITMENT, SELECTION &
RETENTION PROCESS…. HOW IS IT
DONE?
RECRUITMENT STRATEGIES
y Obtain current employees’ ideas of what attracted them to the organization & what makes them stay
y What do they think would attract their colleagues
to come to the organization
y Package & Market the organization (branding) y Strategize & “weight” the positive aspects of the
organization
y Include employees (end users) on task force
y Make an institutional plan (prepared document)
y Develop a solid Recruitment Policy/Guide
STRATEGIC ADVERTISING
y Career Fairs
y Monster Board
y Contacts by people of
influence
y Local & National papers, Professional Journals y Academic Papers (Chronicle of Higher Ed.) y Networks y Cluster Hiring
TRAIN SELECTION COMMITTEE
MEMBERS
y Entrance Interviews
y What attracted you?
y Exit Interviews
y Why are you leaving the organization? (the answers can assist a recruitment task force & the organization in developing strategies for retention and
RESPONSIBLE‐RESPONSIVE H.R.
POLICES & PROGRAMS
y We need policies that enable rather than restrict individuals
y Flexibility is key
y Total compensation, working conditions, work‐
life balance, flexible work arrangements,
personal and career development opportunities (including “grow your own” or promote from within.)
y Flex benefits (one size does not fit all)
RESPONSIBLE‐RESPONSIVE H.R.
POLICES & PROGRAMS
•
Building partnerships with businesses
•
Opportunities for external compensation
•
“Consulting”
•
Cross-appointments
•
Mentoring
LABOUR SHORTAGES & SURPLUSES
What is the answer?
y Labor Shortage 1. Utilization of recruitment strategies to attract 2. Developing specialized training programs to fill gap
LABOR SHORTAGES AND SURPLUSES
What is the answer?
y Labor Surplus 1. Redistribution of skills 2. Re‐skilling 3. Reduction in hiring practices 4. Revision of Employment/Succession policies.
CONCLUSION/OVERARCHING ISSUES
Recruitment, Selection & Retention!
y “Human Resources Management is a discipline
and must be practiced according to standards and best practices……”
y “Every Manager is an HR‐Manager‐‐‐whether
formally trained or not, the responsibility
should be innate and be viewed equally or even more than other disciplines within the
CONCLUSION/OVERARCHING ISSUES
Recruitment, Selection & Retention!
y “Recruitment, Selection and Retention is critical
to effective HR Management…but it must be
practiced within the context of other HR subjects‐ ‐‐‐Training and Development, Succession
Planning, Workforce Planning and Strategic HR Planning….”
CONCLUSION/OVERARCHING ISSUES
Recruitment, Selection & Retention!
y “Our organizations are all uniquely different but
the overall mission to have the best and the brightest within is a common goal…the Right
Person, for the Right Job, at the Right Time and KEEPING Them!”…………